welcome to asu team training

Welcome to ASU Team Training

describe the history & philosophy of continuous improvement

Session ObjectivesAs a result of this session, participants will be able to:


describe the ASU continuous improvement initiative



describe the ASU continuous improvement initiativeidentify team composition & skills



describe the ASU continuous improvement initiativeidentify team composition & skillsdemonstrate effective small group communication

skills




skillsoutline the steps of ASU's CI model




skillsoutline the steps of ASU's CI modelidentify appropriate tools for each step of the model




skillsoutline the steps of ASU's CI modelidentify appropriate tools for each step of the modelapply CI tools to a case study




skillsoutline the steps of ASU's CI modelidentify appropriate tools for each step of the modelapply CI tools to a case studyimprove training and materials through feedback


contribute actively

encourage creativity

improve how group works as team

be on time

support CI process

keep records of work

all decisions by consensus

maintain confidentiality on sensitive issues

listen to others

be prepared for meetings

have fun

Code of Cooperation (sample)

Team

History and Philosophy began in 1950's Japan

Leading proponents W. Edwards Deming Joseph M. Juran Masaaki Imai Kaoru Ishikawa Armand Feigenbaum

1980s - U.S. focus on quality began

1987 - Department of Commerce created Malcolm Baldrige Quality Award

Manufacturing Service Small Business Education (in pilot stage)

Total Quality Management

"A structured system for creating organization-wide participation in the planning and implementation of a continuous improvement process that exceeds the needs of the customer/client."

-- Goal/QPC

Key Elements

dedication tocustomer satisfaction

organizational philosophy & set of values

teamwork

continuous incremental improvement

commitment to employee development

management commitment and involvement at all levels

integrated with strategic planning

focus on processes & systems

decisions based on fact

recognition

CI is..... CI is not......

management philosophy/operating methodology

breakthrough thinking

structured, disciplined approach; identifying & solving problems; institutionalizing improvements gained

conveyed by actions of management

long term

supported by statistical tools

permanent solution/way of life

a new program

same old way

fire fighting

conveyed by slogans

short term

driven by statistical tools

a quick fix

Service Quality Cycle

fewer problems, errors,delays or waiting

more satisfied andpositive attitude

higher retention ofcurrent customers

improvedrelationships

less time spent fixing problems, handling complaints, rework

higher morale andenthusiasm

lower turnover ofcurrent employees

improved processesand efficiency

increased quality of theuniversity experience

Improved Service Quality BenefitsCustomers Employees

Quality Planning Quality Control (during operations)

40

20

sporadicspike

original zone of quality control

new zone of quality controlchronic waste

Cos

t of

Poo

r Q

ual

ity

Quality Improvement

Time

Ope

rati

ons

begi

n

00

99.9% in the U.S.A. means . .

1 hr. per month

2 unsafe each day at O'Hare

16,000 ?per hour

20,000

per year

500 per week

oops!

50 dropped at birth each day

22,000 deducted fromwrong account each hour

Pay to the order of

John Doe

$

Cost of Quality

Prevention

Appraisal

Internal problems

External problems

efforts to prevent service problems; includes training cost of quality planning, forms to minimize error rates, etc.

evaluation of service; cost of designing/ using measuring instruments, doing audits, time spent evaluating/inspecting

costs associated with errors, omissions, excessive delays incurred in process of delivering the service; rework, redesign, scrap, repair, added handling

costs associated with problems after delivery of service; returns, recalls, and handling complaints.

FINISHED FILES ARE THE RESULT

OF YEARS OF SCIENTIFIC STUDY

COMBINED WITH THE EXPERIENCE

OF MANY YEARS

Continuous Improvement Continuum

Quick Success

StartOver

MajorOverhaul

plan, do, check, act

standardize,just do it!

Continuous Improvement Initiative at ASU

People Involvement


People InvolvementBetter Educational Experience for Students


People InvolvementBetter Educational Experience for StudentsBetter University Environment for Faculty and

Staff



StaffBest Ideas and Suggestions



StaffBest Ideas and SuggestionsGovernor's Project Slim



StaffBest Ideas and SuggestionsGovernor's Project SlimPeriod of No Resource Growth



StaffBest Ideas and SuggestionsGovernor's Project SlimPeriod of No Resource GrowthDesire for Change

ASU's CIOrganization Structure

ASU Council for Continuous

Improvement Initiatives

Campus Improvement Committees

CI StaffTechnical

Advisory Group

Teamsmembersleader

facilitatorsponsor

CITeams

defined roles, clear expectations

fix the process, not the people

analyzed problems, planned solutions

major owners, regardless of rank

improving process/addressing needs of customers is only reason for team

Team Definitions

Perpetual Work Teams: Natural work teams, organized around processes, that continually solve problems and improve processes.

Process Improvement Teams: Teams that are comprised of members that stretch across process boundaries that work to improve the whole process.

Team Definitions (cont'd)

Project Teams: Teams with a specific and finite mission to develop something new or accomplish a large and complex task.

Virtual Teams: Teams that come together as an issue or problem arises, such as a new opportunity team.

ci

teamteam leader facilitatorowners of processregardless of job titlemembers selected, not volunteers

can be selectedby teamcan be supervisorresponsible forthe processcommunicates with sponsor

helps use toolsoutside work unithelps communicationskillsworks closely withteam leader

sponsorauthority to make changesensures resource availability

Stages of Team Development

Forminguneven participationpolitenessfalse startsdistractionseeking clarification


Forming Stormingpolarizationpower strugglesconfusiongroundrule violationstension

uneven participationpolitenessfalse startsdistractionseeking clarification


Forming Storming

Norming

polarizationpower strugglesconfusiongroundrule violationstension

harmonyfull participationgood communicationcohesiontrust



Forming Storming

NormingPerforming

polarizationpower strugglesconfusiongroundrule violationstension

harmonyfull participationgood communicationcohesiontrust


excitementpridefriendlinessproblem resolutionconstructive

use "I" statements

Communication Skills

Team

use "I" statements

avoid jargon


Team

use "I" statements

avoid jargon

make it a 2-way process


Team

use "I" statements

avoid jargon


encourage active listening


Team

use "I" statements

avoid jargon



have a clear idea of what you wish to accomplish in communicating


Team

use "I" statements

avoid jargon




recognize we all filter information through our own history, experiences and beliefs


Team

use "I" statements

avoid jargon




recognize we all filter information through our own history, experiences and beliefs

distraction free environment


Team

Decision Making Continuum

unilateral unanimity consensus

contribute actively

encourage creativity

improve how group works as team

be on time

support CI process

keep records of work

all decisions by consensus

maintain confidentiality on sensitive issues

listen to others

be prepared for meetings

have fun

Code of Cooperation (sample)

Team

define process,

identify customers

CI Team

Process1

issue statement,performance measure

collect/analyzedata on causes

identify solutionsplan solutions

implement solutions

evaluate results and monitor

5 4

3

2

6

7

Critical Processflow of work that progresses from one person or one activity to another

as defined bycustomer need

0

5

10

15

20

25

30

35

Who are your customers?Internal and external

Internal customersStaffFacultyYour BossCo-WorkersAssociates

External customers

Students

Community

Parents

Alumni

Department of Education

Arizona Board of Regents

Employers

Legislature

Taxpayers

Guests & visitors

define process,

identify customers

CI Team

Process1




implement solutions


5 4

3

2

6

7

Pareto Chart

10 97

53 2 2

0

10

20

30

# of responses

Customer Complaints:Remodeling

Not Timely

Status Unclear

High Cost

Poor Quality

Poor Attitude

Poor Advice

Other

Pareto Chart

0

10

20

30

# of responses

Customer Complaints:Remodeling

Not Timely

Status Unclear

High Cost

Poor Quality

Poor Attitude

Poor Advice

Other

50%

68%

82%89%

95%100%

26%

Criteria to evaluate your "Issue Statement"

respond to specific customer concerns?

Is it . . . .focused on the critical process?specific?clear and concise?

Does it . . . .

contain a direction, performance measure and a process?contain any needed limitations?address an important issue?

define process,

identify customers

CI Team

Process1




implement solutions


5 4

3

2

6

7

check sheet, brainstorming, fishbone diagram, process flow diagram, scatter diagram, control chart, pareto chart, multivoting, affinity diagram

brainstorming, force field analysis, benchmarking, criteria matrix, cost/benefit analysis, impact/ changeability analysis

pareto chart, affinity diagram, pie chart, nominal group technique

JUST DO IT

deployment flow chart, check sheet, customer interviews, multivoting, brainstorming, process mapping, nominal group technique, affinity diagram

(PDCA) control chart, histogram, pareto chart, data collection and comparison, story boarding

define process,identify customers

issue statement, performance measure


identify/selectsolutions

develop implementation plan

implementsolutions

evaluate resultsand monitor

Tools1

5

4

3

2

6

7

plan-do-check-act (PDCA) cycle, implementation checklist

Process Flow Diagram

input/output

activity/process step

decisionpoint

output

activity/process step

beginning or end of a process

an operation performed

yes/no or pass/fail determination must be made

loop: separate path that takes process ahead or back to other steps

arrows: show direction of the process flow

no

yes

wait state

Process Flow Diagrams

1p

roce

ss

begin?

end?

2

step1

step5

step2

step3

step4

3

step1

step2

step3

step4

step5

4

step1

step2

step3

step4

step5

step1

step2

step3

step4

step5

5

8

76

createlegend

title,anddate

checkandcorrect

Getteamconcensus.Is thishow itreally is?

Poorgas

mileage

MaterialsManpower

Methods Machinery

poordesign

use wrong gears

under inflated tires

difficultair stems

no recordtire pressure

carburetor adjustment

fuel mixtoo rich

mechanic doesn't have specs

drive too fast

impatience

alwayslate

can't hearengine

radio too loud

poor hearing

improper lubrication

no oilchange

no $

wrong octane gas

no owner's manual

don't knowrecommended octane rating

wrong oil

don't knowright oil

no owner'smanual

poor driving habits

"when inRome"

poortraining

poor maintenance

noawareness

$

define process,

identify customers

CI Team

Process1




implement solutions


5 4

3

2

6

7

Criteria Matrix

1 2 3 4 5 6 7 8A B C D e f g

Musts

Wants by fall

no addl.FTE

< $500

meets criteriadoes not

meet criterianeed more

informationdoes not

apply

Impact

L5L6L9

L2L4L8

L1L3L7

Priority

1

2

3

Moderate

Difficult

Little or no

Little

Moderate

Considerable

1 2 3

Changeability

effort

Benchmarking Categories

Peer


Peer

Functional


Peer

Functional

Internal


Peer

Functional

Internal

Generic

define process,

identify customers

CI Team

Process1




implement solutions


5 4

3

2

6

7

PDCACarry out plan.Collect data.

What have we learned?What does the datatell us?

What do wewant toaccomplishin this cycle?

Based on what wehave learned, what isthe next step?

Plan Do

CheckAct

Case Study Solution:

Reverse entry & exit and direction of cafeterialine. Move salad bar/dessert shelves away fromwall for dual access.

define process,

identify customers

CI Team

Process1




implement solutions


5 4

3

2

6

7





Plan Do

CheckAct

define process,

identify customers

CI Team

Process1




implement solutions


5 4

3

2

6

7





Plan Do

CheckAct

Standardize

Plan, do

Plan, do, check, act

7 step process

I sense a rousing

speech fromthe king

The price of confetti justwent up a buck a bag

How wegonna do

it?

You be the bullets,I'll be the gun

I'll call the plays and you make the run

Why?

Okay, who else

wants to try for the injured

list?

We need anew coach

check sheet, brainstorming, fishbone diagram, process flow diagram, scatter diagram, control chart, pareto chart, multivoting, affinity diagram

brainstorming, force field analysis, benchmarking, criteria matrix, cost/benefit analysis, impact/ changeability analysis

pareto chart, affinity diagram, pie chart, nominal group technique

JUST DO IT

deployment flow chart, check sheet, customer interviews, multivoting, brainstorming, process mapping, nominal group technique, affinity diagram

(PDCA) control chart, histogram, pareto chart, data collection and comparison, story boarding

define process,identify customers

issue statement, performance measure


identify/selectsolutions

develop implementation plan

implementsolutions

evaluate resultsand monitor

Tools1

5

4

3

2

6

7

plan-do-check-act (PDCA) cycle, implementation checklist

welcome to asu team training

Documents

continuous improvement

asu team trainingdescribe

modelapply ci tools

management philosophy

feedbacksession objectivesas

appropriate tools

case studysession objectivesas

time support ci process